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COVID-19


Figure 2. Exterior of building.


moderate temperature variances for human habitation.


l Adequate ventilation for human inhabitation.


l Appropriate ventilation and pressures for infectious disease wards and clinical areas.


l Prepare the building for fire safety for the number of patients.


The design development and implementation process had to take into consideration: l Management of IPC flows including donning and doffing of staff, and processing of clean stock in and dirty items out of ward areas.


l Timeline requirements for project completion to provide for first wave peak demand.


l Lead times for materials impacted by hold on imports and restricted provincial movement.


l Establishment of additional site services such as prep kitchen, bulk oxygen and body management area, which required new temporary structures.


l Decision-making processes that required clinical, architectural, engineering which impact design layouts, and soft services and procedural protocol, which impacted timelines.


Project planning The design development phase of the project was narrowed by using the Cape Town International Convention Centre as a ‘live’ precedent, which allowed us to learn from our colleagues in real time, gaining vital information on stock and material availability, the incorporation of design


Figure 4. Project timelines.


Table 1. Property details. Rentable area Warehouse: 4137 m2


Levels Access Services Operational Parking: 55 bays


Ground floor: warehouse, admin, storage and ablutions. First floor: offices, ablutions and open storage area


±4 km from R300 freeway/12.6 km from Karl Bremer Hospital Basic electrical and drainage services available


Large open storage area with controlled access and fire escape doors, with an administrative component on ground floor and first floor serviced by ablutions


Condition at handover Generally complete external envelope, incomplete interior 80 Figure 3. Interior of building.


In reflecting back on the implementation of this project, we are reminded of the words of Nelson Mandela: “It always seems impossible until it’s done”, and with a great team we were able to achieve a working field hospital in next to no time


modules in terms of support space layouts and adaptations to solving service reticulation of oxygen to the bedside and the discussion of various possibilities to support functions. This phase of the project progress was


further fast-tracked through the collaboration with all stakeholders to the facility upfront – clinical teams, and future facility managers, as well as those who


would be servicing the site met with the architectural and engineering teams to close the gap between the medical and practical needs and how these were being met by the design. This communication allowed for concerns by each discipline to be flagged early on and the impact of various solutions to be discussed with all role-players to ensure impacts on services were minimal, and clinical functioning and efficiency were maintained in providing rapid and clear resolutions. The design layout followed a number


of key principles, namely to maximise the beds available for oxygen treatment, and thus the main floor of the warehouse focused on this purpose providing open, Nightingale-type wards with beds at two metres centre to centre. Services reticulation to the beds was provided overhead and down the partitioning to each bed, due to the surface bed constraints. The ‘clean’, in ‘dirty’ out flows of staff,


stock/goods and patients, to separate and limit expose of support staff and to support those on the front-lines, was integral to the design strategy, and the positions of the external support services additional to the service.


Engineering systems and services Ventilation system The air-conditioning and ventilation system was designed to maintain the appropriate air pressure relationships between ‘clean’ and ‘dirty spaces.


IFHE DIGEST 2022


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